A VISION FOR THE NEXT FIVE YEARS COC365 EXECUTIVE SUMMARY EXECUTIVE PLANNING COMMITTEE
Alexander Neef General Director Rob Lamb Managing Director In October 2014, a project was initiated by General Director Alfred Caron Alexander Neef to develop a management-driven strategic plan Director, Four Seasons Centre for the Performing Arts Lindy Cowan, CPA, CA Director of Finance and Administration to guide the Canadian Opera Company for the next five years. Christie Darville Chief Advancement Officer Steve Kelley Chief Communications Officer The COC’s executive leadership team, in governance oversight and input throughout Peter Lamb Director of Production collaboration with a management consultant, the process. Additionally, the process was Roberto Mauro Director of Music and Artistic Administration developed an overarching vision and mission informed by two Board retreats, individual for the company, as well as a basic plan for meetings with all senior managers, a The COC recognizes the invaluable input and contributions to the strategic planning process of implementation and accountability. The management retreat, as well as consultations its Board of Directors under the chairmanship of then-Chair Mr. Tony Arrell, the Canadian Opera 2014/2015 COC Board of Directors provided with a number of external COC stakeholders. Foundation Board of Directors, as well as all members of COC senior management.
STAGES OF EXECUTION COC365 ABOUT US
• The Canadian Opera Company is the largest • Created the COC Ensemble Studio in 1980, SHARING CONSULTATION REALIZATION producer of opera in Canada, and one of the one of the world’s premier training programs THE PLAN AND INTERNALLY AND INTERNALLY FEEDBACK EXTERNALLY five largest in North America. for young opera professionals; in 2013/2014 OF COC365 added a new immersive apprenticeship for 1 2 highest subscriber rates in • Enjoys one of the instrumentalists, the Orchestra Academy. 6 North America; averages an industry-leading 92% capacity (2011/2012—2015/2016). • Owns and operates three facilities, totaling almost 500,000 square feet in Toronto: ONGOING DEVELOPMENT • Has the support of an engaged community MONITORING OF its own opera house, the Four Seasons OF SPECIFIC of donors and partners who contribute OUTCOMES TACTICS Centre for the Performing Arts (FSCPA); more than $12 million annually to the 5 its administrative offices, rehearsal and 3 COC’s work . production facilities at the Joey and • Presents opera and related arts programming Toby Tanenbaum Opera Centre; and its to approximately 175,000 people every year. Scene Shop in Toronto’s west end. IMPLEMENTATION OF4 TACTICS
Photo Credits: Front cover, top row, (l-r): Russell Thomas and Anita Rachvelishvili in the COC’s Carmen, 2016; Christine Goerke in the COC’s Die Walküre, 2015; Russell Braun in the COC’s Canadian premiere of Love from Afar, 2012. Photos: Michael Cooper Front cover, bottom row, (l-r): Scotiabank After School Opera Program participant, 2015, photo: COC; Patrons attend the COC’s annual Operanation party, 2016, photo: Tara Noelle; Dancer and choreographer Anjelica Scannura leads an Opera Insights session focusing on dance in Carmen, 2016, photo: Karen E. Reeves Page 6-7, inset photos, (l-r): Mezzo-soprano Rihab Chaieb (Ensemble Studio member 2010-2013) meets school children in Nunavik, QC as part of the COC’s Ensemble Studio School Tour production of Cinderella, 2010, photo: Michael Cooper. Ensemble Studio members in their mainstage performance of The Barber of Seville, 2014, photo: Michael Cooper. COC Music Director Johannes Debus and director Christopher Alden at a rehearsal for Pyramus and Thisbe, 2014, photo: Chris Hutcheson. Artist educator Kyra Millan and pianist Christina Faye entertain audiences with an interactive concert as part of the Free Concert Series in the Richard Bradshaw Amphitheatre, 2016, photo: Lara Hintelmann Back cover: Exterior of the Four Seasons Centre for the Performing Arts, 2015, photo: IKONICA
2 3 COC365 STATEMENT OF ARTISTIC EXCELLENCE
At the heart of the new mission and vision for the company is our unequivocal belief in artistic excellence. Under Alexander Neef’s leadership, the COC has become a destination of choice for the world’s greatest Canadian and international artists. Our goals can be achieved only if the quality of our art remains at the core of our thinking and planning. vision COC365 We will bring the transformative experience of opera to our local, national, and global audience every day of the year.
mission values
As the most complex of art forms—a EXCELLENCE in all we do to fulfill our collaboration of music, theatre, and the promise for the future. visual arts—opera provides a unique perspective on the human condition INTEGRITY to the art form, in our through the power of the human voice. relationships, and in delivering a sustainable organization. We produce opera at the highest level, thus strengthening the art form and CREATIVITY in contributing to the future building a reputation of excellence in of opera. our city, across the country, and around SERVICE to our audience, patrons, the world. community, artists, and Canada. PASSION for opera and pride in what we achieve. LOYALTY The audience is our partner; their loyalty is our greatest reward and a focus of our work every day.
Canadian star Gerald Finley in a scene from Falstaff, 2014. COC co-production with Royal Opera House, Covent Garden, 5 London; Teatro alla Scala, Milan; Metropolitan Opera, New York; and Dutch National Opera, Amsterdam, photo: Michael Cooper COC365 “The COC’s Free Concert Series offers CREATING, TRAINING, everything that is good about living in a INSPIRING vibrant, artistic city: beautiful music in a spectacular building that is steps from Acting on the vision of COC365 means sharing with as many the centre of activity. These concerts people as possible all the wonderful, complex, fascinating, relevant, breathtaking, and musical work that an opera company does make me proud of Toronto.” 365 days of the year to create the world’s most powerful art form. Tom Allen, author, musician, and host of CBC Radio 2’s Shift
“If you want to see an example of the very best that the world of opera can offer, look no further than the Four Seasons Centre for the Performing Arts.”
Toronto Star
“Incredible experience! Kudos to COC for bringing us this type of event! I’ll never look at opera in the same way again.”
Opera Insights participant
“When I was in the Ensemble back in the early ’80s, I didn’t have any experience at all. So this was a time I could gain experience on stage, first in a small kind of way, and then moving on to larger roles.”
Tenor Ben Heppner Ensemble Studio member, 1982-1984
“Neef has made the COC a destination “The resources at the COC are amazing. It’s absolutely for the world’s great operatic artists. world-class. It’s so thorough in its approach to training The list is almost too long to name.” singers: It’s equal parts dramatic training, vocal training,
Globe and Mail physical training; artistic, interpretative training; it’s all of those elements coming together.”
Star soprano Sondra Radvanovsky in the title role of Norma, 2014. Bass-baritone Gordon Bintner COC co-production with San Francisco Opera, Lyric Opera of Ensemble Studio member, 2013-2016 7 Chicago, and Gran Teatre del Liceu (Barcelona), photo: Cory Weaver COC365 COC365 VISION IN 2020/2021
By 2020/2021 the COC will be a peer to an internationally recognized post-graduate the great opera companies of the world. training unit addressing all aspects of the It will be a destination for the industry’s opera profession, training not only singers, leading artists and visionaries, attracting conductors, and directors, but production We will bring the transformative both Canadian and international artists of technicians, arts administrators, and future the highest calibre and offering a home to executive leaders in the arts. both established and emerging professionals. The COC will take significant steps in experience of opera to our local, Recognized as the foremost performing arts leveraging its physical infrastructure in the organization in Canada, the COC will be an city to create greater access and touch essential part of the cultural fabric of Toronto points for the art form. By 20/21, we will national, and global audience and the country. deploy these assets to their maximum The company’s commitment to Canadian efficiency and potential by opening them up every day of the year by works and new Canadian commissions will to public participation and contribution, and give an international voice to and highlight by creating programs and opportunities with the creative potential of our own Canadian measurable benefits for our communities, our employing four strategic goals: composers and librettists. Reflecting this smaller arts peers, and the COC itself. commitment, the COC’s programming will By 20/21, a visionary group of philanthropic feature a new or revived Canadian work every leaders will have invested in an artistic second or third season. infrastructure that, in turn, leverages the Creating new productions of the world’s engagement of a new group of major BUILDING AWARENESS BEYOND great operas will remain imperative, donors. The Board of the Canadian Opera especially those benchmark-setting projects Foundation (COF), together with the COC, THE MAINSTAGE that elevate our company through the will have made a concerted effort to grow the monumental challenges—and rewards— asset base of the Foundation, contributing inherent in their presentation. Similarly, significantly to more stable non-cyclical TRANSLATING AWARENESS INTO collaborative efforts with the world’s foremost funding. As COF support increases, ticket opera companies will continue to be an prices can become more affordable, bolstering AUDIENCE GROWTH essential part of the COC experience and an demand for our operatic programming. acknowledgment of the artistic excellence that Of course our most valuable asset is our defines our mainstage work. people: staff, artists, volunteers, musicians, INCREASING FINANCIAL STABILITY Beyond the mainstage, our education and students, artisans, craftspeople, and outreach programs will foster a healthy, technicians, who produce, perform, sell, vibrant, and engaged opera community, and administer an opera season. We will EMPOWERING OUR COMPANY locally, regionally, and nationally. continue to inspire and invest in our people to embody the highest standards The COC Academy will be established as the of excellence and creativity. first program of its kind in North America—
AND BEYOND By realizing the vision of COC365 and completing this first strategic plan, we will have set ourselves up for a period of growth and, by 2025/2026, should be able to present a larger, more substantial opera season with more productions, bigger repertoire, more single-ticket performances, and an audience that is curious about new work, thus creating a sustainable future for the COC.
Cellist Elinor Frey performing in the Free Concert Series in the Richard Bradshaw Amphitheatre, 2014, photo: Kevin Lloyd 9 COC365 2. TRANSLATING STRATEGIC GOALS AWARENESS INTO AUDIENCE bring opera in its various configurations to GROWTH 1. BUILDING community centres, school classrooms, public performance venues, libraries, universities, ACCESSIBILITY AND AWARENESS and more. AUDIENCE DIVERSITY BEYOND THE But just as the COC strives to enter To translate audience awareness into audience communities across Canada, we are also growth, the COC is creating more opportunities MAINSTAGE opening up the company at its existing for people to access our mainstage physical locations to an unprecedented Numerous studies suggest that exposure programming (six operas per season). degree. The administrative, rehearsal, and to opera in childhood, or during one’s Eliminating financial barriers to our core production headquarters at the Joey and Toby formative years, is the best predictor of adult programming—our mainstage opera season— Tanenbaum Opera Centre; the educationally participation in the art form. Informed by the will help convert interest in the art form into active spaces and behind-the-scenes areas of consistency of this pattern—while recognizing concrete participation, i.e. single-ticket and the Four Seasons Centre for the Performing the rich opportunities for life-long learning— subscription purchases. Arts; the thriving Scene Shop, where the COC’s audience-growth strategy focuses blueprints for set design are realized While the popular appeal of opera continues on building awareness. in physical form—opening up these and to be remarkably strong—the COC boasts an While the COC’s outreach programs are other aspects of our infrastructure fosters industry-leading average attendance rate of often complementary to, and inspired by, the greater public participation, interaction, 92%—the naturally rising costs of production mainstage productions, their mandate is to and connection with opera. have created ticket prices that are out of reach for many. Our multi-faceted programs champion opera as an art form, spark an The COC has been proactive in addressing interest in its creation and practice, and ultimately sustain and enhance these challenges, from pioneering the city’s the appreciation of this vital, multi-media form of cultural expression. first discount program for young people, to more recent initiatives, such as value-priced subscriptions, that have been successful in attracting new audiences to the COC. We will continue developing a sustainable model—as opposed to reactive, inventory-liquidating ACTIONS tactics—of low-priced ticketing options for • Freeze or lower prices for most various market segments, while rolling out subscribers, while maintaining accessibility programs that accurately reflect fiscal responsibility demand, purchasing power, and shifting demographics. • Maintain attractive pricing structures for young people, As lower ticket prices historically attract younger such as Opera Under 30 and and more diverse audiences, lowering the point NightsOUT, as well as membership ACTIONS of entry to the art form could be an effective opportunities like the Opera Club strategy for expanding our audience base. • Maintain some 20 integrated • Implement the Access for New community programs reaching Canadians program in partnership 50,000 participants annually A greater array of affordable with the Institute for Canadian ticketing options will integrate • Create new points of entry into Citizenship, offering new the art form across all ages and holistically with the COC’s Canadian citizens and newcomers opera-knowledge levels awareness-building efforts to mainstage opera for free • Utilize research and analysis create meaningful, mutually • Continue strategic deployment of to inform program content reinforcing stakeholder value-priced subscriptions, which and delivery relationships that continually consistently attract new patrons replenish our audience base.
Summer Youth Intensive participants stage their final performance Young people entering the Four Seasons Centre to experience in the Max Tanenbaum Courtyard, 2012, photo: COC opera as part of Culture Days, 2012, photo: Rider Dyce 11 COC365 The COC Academy will have a profound 4. EMPOWERING impact on the industry, benefiting the STRATEGIC GOALS Canadian participants and the opera world at OUR COMPANY large. At the Academy, young people who may not have envisioned a career in the arts will from private sources leading the way and An opera company’s most valuable asset is its people. Recognizing this fact, we will maintain find the tools, training, and inspiration to forge 3. INCREASING supplementary support from the Canadian a career in the industry, while those with an Opera Foundation (COF), the COC is well and expand our commitment to empowering our staff, volunteers, and artists. interest in the art form will be empowered to FINANCIAL positioned to see steady growth in annual reach their full potential in a chosen field. STABILITY contributed revenue focusing on mainstage The COC will build on its proven track record underwriting, which remains paramount of exceptional professional training for As the sole owner of three major facilities EARNED REVENUE, to making great opera possible. We will young Canadian opera artists and orchestra in Toronto, the COC is in a unique position CONTRIBUTED also work with all levels of government members by creating a comprehensive post- to offer a comprehensive approach to professional arts apprenticeship, integrating REVENUE, COSTS to maximize endowment-matching graduate training unit: the COC Academy. opportunities, thus providing further This umbrella program will offer hands-on all disciplines of operatic production. incentives for endowment giving. Honouring our artistic objectives requires training and experience not only for singers, In the long term, the COC Academy will elevate financial stability and a capacity to invest The COF already provides over $1 million per instrumentalists, coaches, and conductors, but the national talent pool of artistic administrators in new productions and programs. The year in funding to the COC, yet we will work also for artisans, technicians, administrators, and artisans, while creating strong succession COC already has an exemplary record of to grow its assets and investment returns and future executive leaders. candidates for the entire artistic sector. fiscal responsibility, and our main sources even further, to enhance mainstage support of revenue—ticket sales, fundraising, and supplement earned revenue streams. The interdisciplinarity of a professional training centre will create and government support—continue to be Maximizing Foundation growth, increasing intersections, meeting points, and mutually complementary experiences competitively robust. But we will do even donor involvement, and ensuring stability in for COC Academy participants as well as staff and volunteers. This more to bolster the strength and long- our earned revenue streams will combine to term security of our financial position. promote overall sustainability, ticket price expanded training ground will energize Canada’s operatic potential With historically high levels of donations reductions, and greater accessibility. while growing the company’s international network and impact.
Stabilizing ticket sales, maintaining steady growth of annual contributed ACTIONS revenue, and increasing non-cyclical funding through a healthy Canadian • COC-trained administrators, artists, Opera Foundation will allow the COC to build on its strong financial and technicians will be market- platform to continue producing great opera and remain financially sound. ready for senior artistic positions in Canada and around the world ACTIONS • Expand the organizational excellence of the COC and develop • Stabilize earned revenue viable succession-planning for • Increase contributed revenue the company • Manage costs • Increase advocacy of arts and culture education
Canadian baritone Phillip Addis with the COC Chorus in the Canadian world premiere of Pyramus and Thisbe, 2015, photo: Michael Cooper 13 COC365 THE ENGAGEMENT EXPERIENCING YOUR CYCLE FIRST OPERA
Emma Jane @emmajanehw • May 17 Bringing my mum with me to the opera tonight. Her rst @CanadianOpera production!! BECOMING AWARE
More than 100,000 tickets sold, “Thank you for this program. including 22,000 tickets It is cultivating the next generation purchased by new patrons of opera lovers, and perhaps a performer or two.”
Parent of After School Opera While the opera productions on Program participant Approximately 50,000 participants our mainstage remain our core in our community programs every season business, all our activities are geared to inspire participation and engagement with the art form. INCREASING YOUR INVOLVEMENT
BECOMING A DONOR Adrian @Adrianyyz • Aug 11 Very excited that my @CanadianOpera 2015/16 & AMBASSADOR tickets have arrived! Better than Christmas!
UofT Opera @UofTOpera • Feb 11 Thanks to a wonderful donor 4 students had great seats at @CanadianOpera #walkure tonight! We LOVED it! More than 11,000 subscribers experience opera every year
Approximately 3,500 individual members,
as well as corporate, foundation, and government partners make the art form possible
Subscribers at the COC’s annual Season Launch Celebration, 2015, 14 photo: Chris Hutcheson 15 COC365
WE WILL BRING THE TRANSFORMATIVE EXPERIENCE OF OPERA TO OUR LOCAL, NATIONAL, AND GLOBAL AUDIENCE EVERY DAY OF THE YEAR
coc.ca